Lead forward-thinking management of suppliers and contracts utilized to support the organization and other assigned divisions, including directing performance management, service management, demand management, contract administration, key relationship management, financial management, and risk management.Collaborate with contracting/legal teams to support negotiations, improve contract language, and find alternative sourcing arrangements, including working with audit, IT security, and C-level executives to oversee targeted work performed.Proactively support comprehensive processes to establish new suppliers, locations, or new scope of work with suppliers.Lead quarterly reviews with C-level executives on programs and enhancements, as well as cost avoidance and rate card maintenance.• Reduced overall suppliers by shifting business to the company’s top-tier suppliers while creating volume competitive platforms. Estimated savings of over 2M/year or 20%.• Creation of new processes to reduce manual touch points while speeding up overall timelines.• Introduced a new CRM tool to move processes from manual to semi-automated processes to provide insight to the amount of work by type and length of time to manage 3 critical initiatives of “faster – better – cheaper.”• Relaunched a contingent labor program to improve internal ease of use, enhance data quality, and increase cost avoidance, including reducing the latter from 4% to 18% to save the company over $8M per year, as well as improving and streamlining supplier selection based on data and analytics to determine top-tier suppliers.• Streamlined sub-contractor labor by moving from antiquated manual processes to a tool-based system via an MSP and VMS, including streamlining approach to SOW / RFx via a single conduit, creating rate cards to decrease cost structure, assess suppliers, and streamline A / P process to eliminate overdrawn POs / No POs and confusion.

Strategically steered transformation of a U.S.-based inside sales team to focus on enterprise sales and create automation initiatives to shift left, including leading processes while managing verticals and supporting outside sales.Drove team-focused success to meet and / or exceed sales targets, including coaching, mentoring, and managing 180 associates across the U.S., Canada, and Mexico while ensuring high internal standards were continually enforced.Spearheaded CRM launch to automate interdepartmental pass offs, understand true response times to customers, track upsell / cross-sell initiatives, balancing load, and identifying possible roadblocks to providing enhanced reporting.• Successfully shifted product business from 90% Commodity and 10% Enterprise to a healthier mix of 55% and 45%, thus increasing GM from an average of 4% to 6% and 14% to 18% respectively.• Assisted in increasing overall revenue from 600M to 1B.• Saved $1.5 million in costs annually by moving in-house warehouse strategy from 80% to 20%.• Implemented teams in Mexico to move processes and reduce footprint to save over $1 million annually.• Attracted and / or retained high-performance talent and introducing a popular new work-from-home program.• Reorganized North American support to streamline processes and save $300,000 annually, including clearly defining roles / responsibilities and reducing or eliminating customer and field confusion across diverse factors.• Served on a small team that negotiated and achieved the company’s largest win – the Government of Ontario.o Developed RFP response and was awarded the 5-year $250-million contract, including negotiating warehouse space, processing costs, and leading process mapping while creating a new inside sales team in only 3 months.

Utilized broad scope of industry knowledge toward directing inside technical sales of Datacenter products, including focusing on technical configuration, development of key strategies, and outside / inside sales training while achieving status as an SME on new methodologies, processes, and emphasis on technical sales based with the U.S. and Canada.Applied strong leadership talents toward mentoring and managing a team of 18 associates, as well as inside sales staff.Realigned profit-generating inside sales processes to aggressively penetrate and / or farm current accounts by conceptualizing and developing a new North American model with redundancy outside the preview of inside sales.• Comprehensively led RFx pricing / support discussions and accurate documentation.• Served as an SME on all enterprise-based products within North America, and led pricing strategy.• Automated Cisco transactions to reduce average order process time from 6 hours to 5 minutes, including avoiding $2.4 million in costs, quadrupling Cisco sales, and built strong ties with Cisco for agility in order creation.• Directed a 3-member specialist team in focusing on warranty renewals to increase revenue / margin and enhance back-end rebates, and maintained a 90% renewal rate in 2010 to achieve $750,000 in back-end rebates.

Played a vital role in leading a results-focused team of 23 inside sales associates tasked with product and software sales in Canada, including continually ensuring optimal customer satisfaction to increase revenue and account penetration.Served as a single point-of-contact for customer inquiries while collaborating with marketing, support, management, and IT teams to proactively facilitate new programs, messages, campaigns, and offerings designed to boost business.Facilitated new processes, tools, training, and methodologies to achieve successful cross-functional department sales programs, including coordinating all resources planning, territory incentives, and team-focused communications.Designed and executed standard reports for executives to provide straightforward views on sales trends and profitability, along with promoting optimization by training teams on customer service, illustrating internal strengths within accounts, evaluating potential customers, and determining cross-pollination best practices among verticals.• Increased penetration within accounts by 20% in sales growth.• Honored with numerous awards, including “Top Deal Canada ISG.”• Developed sales team processes to secure pricing wins and increase margins.• Capitalized on associate talents by moving operations to a productive tiered support.• Minimized errors and wait times by actively engaging in complex transactions with customers.• Introduced employee recognition programs to reward staff for “above and beyond” performance.• Generated $1 million in cost savings by centralizing inside sales operations to Canada from the U.S.• Trimmed product returns for total sales to <1%, boosted order accuracy 4.5%, and reduced DSO to 39 days.• Personally onboarded new accounts to ensure smooth first transactions and maximize revenue and efficiency.